olympic agenda 2020 library...• the new approach for the 2024 evaluation process and report,...

OLYMPIC AGENDA 2020IMPLEMENTATION PLAN – 2017 AND BEYONDEND OF YEAR STATUS - NOVEMBER 2017

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Contents

Executive Summary ................................................................................................................................................................................................... 3

1. Shape the bidding process as an invitation ........................................................................................................................................... 4

2. Evaluate bid cities by assessing key opportunities and risks ................................................................................................................. 7

3. Reduce the cost of bidding .................................................................................................................................................................... 9

4. Include sustainability in all aspects of the Olympic Games ................................................................................................................. 12

5. Include sustainability within the Olympic Movement’s daily operations ............................................................................................... 15

6. Cooperate closely with other sports event organisers ......................................................................................................................... 18

7. Strengthen relationships with organisations managing sport for people with different abilities ............................................................ 21

8. Forge relationships with professional leagues ..................................................................................................................................... 23

9. Set a framework for the Olympic programme ...................................................................................................................................... 25

10. Move from a sport-based to an event-based programme .................................................................................................................... 27

11. Foster gender equality ......................................................................................................................................................................... 30

12. Reduce the cost and reinforce the flexibility of Olympic Games management .................................................................................... 32

13. Maximise synergies with Olympic Movement stakeholders ................................................................................................................. 36

14. Strengthen the 6th Fundamental Principle of Olympism ....................................................................................................................... 39

15. Change the philosophy to protecting clean athletes ............................................................................................................................ 40

16. Leverage the IOC USD 20 million fund to protect clean athletes ......................................................................................................... 43

17. Honour clean athletes .......................................................................................................................................................................... 46

18. Strengthen support to athletes ............................................................................................................................................................ 48

19. Launch an Olympic Channel ............................................................................................................................................................... 56

20. Enter into strategic partnerships .......................................................................................................................................................... 59

: Shape the bidding process as an invitation

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21. Strengthen IOC advocacy capacity ..................................................................................................................................................... 61

22. Spread Olympic values-based education ............................................................................................................................................ 63

23. Engage with communities .................................................................................................................................................................... 66

24. Evaluate the Sport for Hope programme ............................................................................................................................................. 68

25. Review Youth Olympic Games positioning .......................................................................................................................................... 70

26. Further blend sport and culture ........................................................................................................................................................... 72

27. Comply with basic principles of good governance ............................................................................................................................... 75

28. Support autonomy ............................................................................................................................................................................... 77

29. Increase transparency ......................................................................................................................................................................... 79

30. Strengthen the IOC Ethics Commission independence ....................................................................................................................... 81

31. Ensure compliance .............................................................................................................................................................................. 82

32. Strengthen ethics ................................................................................................................................................................................. 84

33. Further involve sponsors in “Olympism in Action” programmes .......................................................................................................... 85

34. Develop a global licensing programme ................................................................................................................................................ 87

35. Foster TOP sponsors’ engagement with NOCs ................................................................................................................................... 89

36. Extend access to the Olympic brand for non-commercial use ............................................................................................................. 91

37. Address IOC membership age limit ..................................................................................................................................................... 94

38. Implement a targeted recruitment process .......................................................................................................................................... 95

39. Foster dialogue with society and within the Olympic Movement .......................................................................................................... 97

40. Review scope and composition of IOC commissions .......................................................................................................................... 99

Recommendation 1: Shape the bidding process as an invitation

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EXECUTIVE SUMMARY

The implementation of all the 40 recommendations of Olympic Agenda 2020 unanimously approved at the 127th IOC Session in Monaco in December

2014 is well under way.

For each of the 40 recommendations, the IOC has developed a yearly action plan that includes expected deliverables; quarterly actions needed for

delivery; the names of those in charge; and the impacts of each of the recommendations on the IOC administration in terms of finance and other

resources.

The present document is the 2017 implementation plan. To date, more than half of the recommendations have been fully implemented, and

implementation is ongoing for all the other recommendations.

The main deliverables of Olympic Agenda 2020 in 2017 were:

• The launch of the 2026 dialogue stage with the cities considering a candidature for the Olympic Winter Games 2026

• The new approach for the 2024 evaluation process and report, leading to the double attribution for the Olympic Games 2024 and 2028

• The development of the legacy strategic approach

• The approval of the Tokyo 2020 events programme, with new events to make the programme more youthful, urban and gender-balanced.

• The launch of the Games Management 2020 programme

• The development of the Sport Delivery Plans for Tokyo 2020 and Beijing 2022

• The second International Forum for Sports Integrity

• The development and launch of a new athlete engagement strategy (athletes365) under the leadership of the Athletes’ Commission.

• The development of the Olympic Channel, including the launch of several linear channels

• A new set of NOC marketing seminars

Several expected deliverables for 2017 have been postponed, the main one being the Olympism in Action Forum, which will now take place in

October 2018 alongside the Youth Olympic Games. In addition, due to management changes, the action plans for the recommendations under the

leadership of the former Public Affairs and Social Development through Sport Department are being revised.

All the constituents and stakeholders of the Olympic Movement have been an integral part of these achievements, and have been regularly informed of, consulted and involved in the implementation of Olympic Agenda 2020. Going forward, each Executive Board meeting will continue to have part of its agenda devoted to the Olympic Agenda 2020 implementation plan, to ensure proper follow-up and delivery.


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Recommendation 1

Shape the bidding process as an invitation

Introduce a new philosophy: the IOC to invite potential candidate cities to present an Olympic project that best matches their sports,

economic, social and environmental long-term planning needs.

1. The IOC to introduce an assistance phase during which cities considering a bid will be advised by the IOC about bid procedures, core Games

requirements and how previous cities have ensured positive bid and Games legacies.

2. The IOC to actively promote the maximum use of existing facilities and the use of temporary and demountable venues.

3. The IOC to allow, for the Olympic Games, the organisation of preliminary competitions outside the host city or, in exceptional cases, outside the

host country, notably for reasons of sustainability.

4. The IOC to allow, for the Olympic Games, the organisation of entire sports or disciplines outside the host city or, in exceptional cases, outside the

host country notably for reasons of geography and sustainability.

5. The IOC to include in the host city contract clauses with regard to Fundamental Principle 6 of the Olympic Charter as well as to environmental and

labour-related matters.

6. The IOC to make the Host City Contract (HCC) public.

7. The HCC to include details of the IOC’s financial contribution to the OCOG.

8. Respect third-party legal interests by making contractual elements available on an “in-confidence” basis.

9. The IOC to accept other signatories to the HCC than the host city and the NOC, in line with the local context.

10. The IOC to provide the HCC at the outset of a given bid process.


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Implementation

2017 Expected deliverables

• The materials (documents, questionnaires, case studies…) for the 2026 invitation phase are produced.

• The reference material updated to reflect the new Games Management approach.

2017 Action plan Lead: Olympic Games Executive Director

Jan. – March April – June July – Sept. Oct. – Dec. End of year status

Support documents to the Candidature process 2024

Host City Contract to be signed following the election of the Host City on 13 September 2017

2028 Host City Contract was also made available and Paris 2024 and Los Angeles 2028 both signed the respective contract in Sept. 2017.

Support documents to the Candidature process 2026

Development of 2026 Host City Contract Principles, case studies, presentations, videos, economic impact studies etc. for the Dialogue Stage.

Continue developing material to assist the 2026 Candidate Cities

Comprehensive package of material provided to the 2026 cities entering the Dialogue Stage in October 2017.

Initiate major update of Games Reference Materials (HCC Operational Requirements)

Finalise major update of Games Reference Material (HCC Operational Requirements)

New 2026 streamlined Questionnaire provided to 2026 cities.

Update of Olympic Games Guides ongoing.

HCC Operational Requirements to be updated by July 2018 to take into account learnings from the PyeongChang Games.


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Dialogue Stage 2026

Development of Dialogue Stage and continuation of dialogue with NOCs/cities interested in bidding for the Olympic Winter Games 2026.

Delivery of Invitation phase to interested NOCs/cities

Dialogue Stage successfully launched with first Interactive Working Sessions to be held in November / December 2017, following a number of meetings with Interested Cities / NOCs throughout the year.

Olympic Winter Games Working Group

Continue the implementation of the Olympic Winter Games Working Group recommendations

Recommendations at the forefront of materials produced for the cities and at the forefront of dialogue with the cities.

Key milestones beyond 2017

• Continuation of 2026 Dialogue Stage (until October 2018) and then the Candidature Stage from October 2018 until September 2019

• 2026 Host City election in September 2019

Recommendation 2: Evaluate bid cities by assessing key opportunities and risks

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Recommendation 2

Evaluate bid cities by assessing key opportunities and risks

The report of the Evaluation Commission to present a more explicit risk and opportunity assessment with a strong focus on sustainability

and legacy.

1. Introduce into the existing 14 Candidate City evaluation criteria a new criterion entitled: The Athletes’ Experience.

2. The IOC to consider as positive aspects for a bid: the maximum use of existing facilities and the use of temporary and demountable venues where no long-term venue legacy need exists or can be justified.

3. The IOC, in collaboration with Olympic Movement stakeholders, to define core requirements for hosting the Olympic Games. The field of play for the athletes to always be state-of-the-art for all competitions and to form part of the core requirements.

4. The IOC to clarify the elements for the two different budgets related to the organisation of the Olympic Games: long-term investment in infrastructure and return on such investment on the one hand, and the operational budget on the other hand. Furthermore, the IOC contribution to the Games to be further communicated and promoted.

5. The Candidate City Briefing to include an in-camera discussion between the IOC members and the IOC Evaluation Commission.

6. The Commission to benefit from third-party, independent advice in such areas as social, economic and political conditions, with a special focus on sustainability and legacy.

Implementation


• 2024 Evaluation Commission meetings/visits and publication of opportunity and risk assessment report

• Candidate City Briefing 2024 for IOC Members and Summer Olympic International Federations

• Continued dialogue with candidate cities, including the organisation of ad hoc workshops as needed

Recommendation 2: Evaluate bid cities by assessing key opportunities and risks

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Candidature process 2024

Candidature submission 3, including third party independent reports

Visits of IOC advisors to Candidate Cities

IOC Evaluation Commission’s first meeting

2024 Evaluation Commission meetings/visits

Publication of Evaluation Commission’s report.

Candidate City Briefing 2024 for IOC Members and Summer Olympic International Federations.

Election of the Host City

Handover from Olympic Games Candidature Coordination to Olympic Games

Simultaneous election of the 2024 and 2028 Host Cities. Complete handover of relevant files to Olympic Games Coordination team.


Debrief with 2024 and 2028 Candidate Cities

Recommendation 3: Reduce the cost of bidding

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Recommendation 3

Reduce the cost of bidding

The IOC to further assist Candidate Cities and reduce the cost of bidding.

1. The Candidate Cities to be allowed to attend and make presentations only to:

• IOC members during the Candidate City Briefing,

• ASOIF/AIOWF respectively. This presentation may be combined with the Candidate City Briefing,

• ANOC General Assembly preceding the vote,

• IOC Session at which the host city is elected.

2. The IOC to bear the following costs:

• costs incurred in relation to the visit of the IOC Evaluation Commission,

• travel and accommodation for six accredited delegates for the Candidate City Briefing to IOC Members in Lausanne,

• travel and accommodation for six accredited delegates for the Candidate City briefing to the ASOIF/AIOWF respectively,

• travel and accommodation for six accredited delegates for the ANOC General Assembly,

• travel and accommodation for 12 accredited delegates for the IOC Session at which the host city is elected.

3. Publication of the Candidature File to be in electronic format only.

4. The IOC to create and monitor a register of consultants/lobbyists eligible to work for a bid city. Formal acceptance of the IOC Code of Ethics and Code of Conduct by such consultants/lobbyists as a prerequisite for listing in the register.

5. The IOC to give access to bid cities, upon their request, to the Olympic Channel.


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Implementation


• The costs related to 2024 evaluation and presentation to be covered as listed above

• Review and further development of register of consultants

• Implementation of points 1 to 4 of the recommendation in Candidature Process 2026

• Continue to work with the Olympic Channel to implement the opportunities identified with the Candidate Cities 2024 and continue to work with the Olympic Channel to identify opportunities for 2026

• Work with other departments to see where the IOC or its partners can be of assistance to the Candidate Cities

• Work with other relevant departments (Finance, Sports, Strategic Communications, Cobras etc.) to develop material to assist candidate cities with their national communications efforts.




Continue collaboration with the Candidate Cities regarding the set-up of the Evaluation Commission’s visit, with the IOC being responsible for the visits both operationally and financially.

Evaluation Commission’s visits completed

Finalise the proposals with the Olympic Channel and Strategic communications to create opportunities for the Candidate Cities 2024.

Olympic Channel content development and implementation of opportunities identified in collaboration with the Candidate Cities

Opportunities were offered to the Candidate Cities 2024 by the Olympic Channel and can be further strengthened during the 2026 candidature process.

Continue to facilitate the sharing of TOPs’ knowledge and expertise with the Cities


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Continue to work with the Olympic Channel to provide opportunities during the 2026 process. Points included in recommendation 3 to be included in the material prepared for the 2026 process

Decision taken for content to be developed in partnership with the Olympic Channel during the Candidature Stage (October 2018 – September 2019)

Recommendation 4: Include sustainability in all aspects of the Olympic Games

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Recommendation 4

Include sustainability in all aspects of the Olympic Games

The IOC to take a more proactive position and leadership role with regard to sustainability and ensure that it is included in all aspects of

the planning and staging of the Olympic Games.

1. Develop a sustainability strategy to enable potential and actual Olympic Games organisers to integrate and implement sustainability measures that encompass economic, social and environmental spheres in all stages of their project;

2. Assist newly elected Organising Committees to establish the best possible governance for the integration of sustainability throughout the organisation;

3. The IOC to ensure post-Games monitoring of the Games legacy with the support of the NOC and external organisations such as the World Union of Olympic Cites (UMVO).

Implementation


• Develop detailed action plan and change management process to deliver the IOC Sustainability Strategy

• Establish the Olympic Games legacy function and launch the Olympic legacy capture project

Recommendation 4: Include sustainability in all aspects of the Olympic Games

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2017 Action plan Lead: CoBraS Director


Assistance to candidate cities

Review and report on the 2024 Phase 3 Candidature documentation in line with the IOC Sustainability Strategy

Review and strengthen the 2026 Candidature documentation in line with the IOC Sustainability Strategy

The 2024 Phase 3 candidature document was reviewed in alignment with the IOC sustainability strategy.

The 2026 Candidature documentation was reviewed and amended in line with the new IOC process and the IOC sustainability strategy.

Assistance to OCOGs

Further study and finalise partnerships that can support OCOGs in the five areas of the

IOC Sustainability Strategy e.g. UNEP, ILO, TOP Partners.

Discussions with Tokyo 2020 to adopt

UN Environment’s Green Passport

platform have begun. Collaboration

with UN Environment’s “Clean Seas”

programme is being defined.

Discussions with UNFCCC are

underway with a meeting to be

scheduled in December.

Discussions with the World Bank are

being conducted.

Meetings with WWF to identify existing

projects for the Olympic Movement to

support are on-going.

One-on-one meetings with new TOP

partners have taken place.

: Include sustainability in all aspects of the Olympic Games

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Define standard methodology for calculating and reporting the carbon footprint of the Olympic Games

Tender process conducted to select external expertise. Consultation with past and future OCOGs completed. Development of methodology underway.

Define strategy and detailed action plan for OCOGs to deliver the sustainability strategy An internal document entitled “New

ways of working – IOC sustainability

and the Olympic Games” was reviewed

and approved by the Olympic Games

Executive Director.

Olympic Games legacy

Define a methodology to capture Olympic Games legacy and apply it to a limited number of Olympic Games editions

Share Olympic Games legacy framework with current OCOGs

Legacy strategic approach developed

Legacy capture project launched. Methodology defined, ongoing pilot with 9 editions.

Legacy framework shared with OCOGs

Recommendation 5: Include sustainability within the Olympic Movement’s daily operations

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Recommendation 5

Include sustainability within the Olympic Movement’s daily operations

The IOC to embrace sustainability principles:

1. The IOC to include sustainability in its day-to-day operations

• The IOC to include sustainability in its procurement of goods and services, as well as events organisation (meetings, conferences, etc.).

• The IOC to reduce its travel impact and offset its carbon emissions.

• The IOC to apply the best possible sustainability standards for the consolidation of its Headquarters in Lausanne.

2. The IOC to engage and assist Olympic Movement stakeholders in integrating sustainability within their own organisation and operations by:

• developing recommendations,

• providing tools, e.g. best practices and scorecards,

• providing mechanisms to ensure the exchange of information between Olympic stakeholders,

• using existing channels, such as Olympic Solidarity, to help and assist in implementing initiatives.

3. To achieve the above, the IOC to cooperate with relevant expert organisations such as UNEP.


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Implementation


• Develop detailed action plan and change management process to deliver the IOC Sustainability Strategy

• Establish the Olympic Movement Sustainability function



Sustainability in the IOC’s operations

Contribute to the Olympism in action Forum Debrief of Olympism in Action Forum to facilitate implementation in future IOC events

Olympism in action Forum postponed to 2018.

Launch IOC sustainability action plan The IOC sustainability action plan was launched following the detailed action and budget review conducted early 2017.

Launch internal communications/ education to support implementation of the IOC Sustainability Strategy

A series of sustainability newsletters have been published, one-on-one support to key personnel is provided, and the first of a series of training sessions on ISO20121 has been conducted.

Assistance to the Olympic Movement

Define strategy and detailed action plan for the Olympic Movement

The strategy and action plan for the IFs was completed in the first half of 2017.

The NOC sustainability implementation plan was completed in October. Good progress has been made on both.


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Leverage partnerships with IUCN and Dow to assist the Olympic Movement in integrating sustainability within their organisation and operations

A carbon mitigation collaboration with

Dow was concluded and publically

announced during the September IOC

Session in Lima.

The partnership with IUCN produced the first of a series of future Sport and Biodiversity Guides. IUCN Director General provided a key note speech at the IF Forum, which was fully dedicated to sustainability.

Build strategic partnership

Continue to further build strategic relationships to assist in the implementation of the IOC Sustainability Strategy

This is an on-going progress and will continue to evolve. Current collaboration is with UMVO, UN Environment, IUCN, ILO, other UN agencies and TOP partners.

Recommendation 6: Cooperate closely with other sports event organisers

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Recommendation 6

Cooperate closely with other sports event organisers

Cooperate closely with other sports event organisers:

1. The IOC and the International World Games Association (IWGA) to closely cooperate regarding the sports programme composition and their respective evaluations.

2. The IOC and the International Masters Games Association (IMGA) to study the possibility for Olympic Games host cities to benefit from an option

to organise the Masters Games in the years following the Olympic Games.

3. The IOC to consider including a “sports lab” or sports initiation programmes as part of the Olympic Games or Youth Olympic Games to trigger youth involvement and benefit the host community.

Implementation


• Regular communications with Recognised Organisations and attend major multi-sport events throughout 2017 including FISU Universiade,

The World Games, and World Masters Games

• Coordinate the implementation of the IWGA MoU action plan, focusing on the sports programme, communication channels and marketing

opportunities

• Develop and begin implementation of FISU action plan following 2016 MoU signing, focusing on dual athlete career program, education

through sport an potential patronage of the UNESCO International Day of University Sport

• Develop and begin implementation of IMGA action plan following 2016 MoU signing, focusing on opportunity for Olympic Games host cities to

benefit from an option to organise the Masters Games, and encouraging the development and promotion of masters’ sport

• Publish guidelines regarding sport initiation based on learnings from Rio including recommendations for future OCOGs, as part of the Olympic

Games Guide on Sport

• Continue to assist Buenos Aires 2018 (park concept) and Tokyo 2020 (urban cluster) with the planning of sport initiation and showcasing opportunities for the local communities


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Major Multi-Sport event attendance

Sports Department representative attendance at FISU Winter Universiade

Sports Department representative attendance at IMGA World Masters Games

Sports Department representative attendance at IWGA World Games and FISU Summer Universiade

Relationships strengthened with FISU, IWGA & IMGA.

Event reports circulated to relevant IOC Department stakeholders for information or collaboration.

Mapping of Sports Department attendance at major multi-sport events for 2018

IWGA, IMGA & FISU Action Plans

Develop action plan to supplement FISU MoU, focusing on dual athlete career program, education through sport and potential patronage of the UNESCO International Day of University Sport

Implementation of IWGA action plan, focusing on the sports programme, communication channels and marketing opportunities

Develop action plan to supplement IMGA MoU, focusing on opportunity for Olympic Games host cities to benefit from an option to organise the Masters Games, and encouraging the development and promotion of masters’ sport

Implementation of action plans & quarterly meetings with FISU, IWGA & IMGA

Review of action plans with FISU, IWGA & IMGA

Collaboration and promotion of The World Games through the Olympic Channel.

Increased promotion and leveraging of FISU, IWGA and IMGA.

Priority areas of Action Plans identified for 2018.


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Sports lab Present best practise in sport initiation to Tokyo 2020 organising committee and International Federations

Discussions with Tokyo 2020 and Lausanne 2020 organising committee and IFs regarding sport initiation opportunities

Continue to assist Buenos Aires 2018 with implementation of park concept

Further discussions with PyeongChang 2018 regarding sport initiation opportunities

Examine positioning of sports initiation in wider Games Management model

Supporting IFs with sports initiation and showcasing plans at Buenos Aires 2018.

Positioning of Sports participation with a focus on youth in IOC’s Engagement strategy and Legacy strategy.

Sports participation agreed as a main objective of the Sports and Active Society Commission in 2018


• Action Plans to encourage development of Recognised Organisations linked to the objectives of the Sport and Active Society Commission

• Sports initiation included in the wider Games management model and aligned with the engagement strategy and legacy strategy.

• Strong and credible partnerships with major multi-sport event organisers for closer cooperation

• Continue to assist Buenos Aires 2018 (park concept) and Tokyo 2020 (urban cluster) with the planning of sport initiation and showcasing

opportunities for the local communities

Recommendation 7: Strengthen relationships with organisations managing sport for people with different abilities

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Recommendation 7

Strengthen relationships with organisations managing sport for people with

different abilities

Strengthen relationships with organisations managing sport for people with different abilities, with a view to exploiting synergies in all

possible areas, including:

• Technical assistance

• Communication activities

• Promotion of events via the Olympic Channel

Implementation


• Action Plans to encourage development of ICSD linked to the objectives of the Sport and Active Society Commission

• Finalise long term agreement partnership agreement with IPC in view of signature by end of 2017

• Generate higher level of integration with IPC, beneficial to the OCOG from a planning and financial standpoints (reference material, issue

tracker, budget tracking).

• Launch a pilot project with IPC for joint meetings with OCOGs, with the final goal to implement the new approach to for the Olympic Games

2024 (Paralympic budgeting is already included in the candidature dossiers within the budgeting structure).

Recommendation 7: Strengthen relationships with organisations managing sport for people with different abilities

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IPC IOC – IPC meetings to implement joint efficiencies for OCOGS.

Continue to discuss and work with IPC on LFA documentation

IOC – IPC long form agreement signed.

Ongoing discussions

Pilot programme: Joint IOC – IPC visits to OCOGs on agreed areas.

Others organisations

(Sports Department)

Finalise action plan to supplement ICSD MoU, focusing on marketing opportunities and promotion of events via the Olympic Channel

Implementation of Action Plans & quarterly meeting with ICSD

Sports Department representative attendance at ICSD Summer Deaflympics

Review of Action Plan with ICSD

Relationship strengthened

with ICSD.

Event report circulated to relevant IOC Department stakeholders for information or collaboration.

Priority areas of Action Plan identified for 2018


• Regular communications with Recognised Organisations managing sport for people with different abilities and attend ICSD Deaflympics in 2017

• Finalise and begin implementation of ICSD action plan following 2016 MoU signing, focusing on marketing opportunities and promotion of events

via the Olympic Channel

• Finalise and begin implementation of Long Form Agreement with IPC

Recommendation 8: Forge relationships with professional leagues

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Recommendation 8

Forge relationships with professional leagues

Invest in and forge relationships with professional leagues and structures via the respective International Federations with the aim of:

• Ensuring participation by the best athletes

• Recognising the different nature and constraints of each of the professional leagues

• Adopting the most appropriate collaboration model on an ad-hoc basis in cooperation with each relevant International Federation.

Implementation


• Develop an engagement strategy for professional leagues and professional athletes with and through International Federations

• Expand to a wider focus on the inclusion of best athletes at future Olympic Games, including professional athletes from team and individual sports

Recommendation 8: Forge relationships with professional leagues

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Engagement strategy for professional leagues via IFs

(Sports Department)

• Create Terms of Reference for the panel and identify/invite experts from IFs and Leagues

• Debrief on all issues impacted by professional leagues such as - Insurance - Travel - Games time experience - Anti-doping

• Expert Panel meeting to establish an Action Plan and strategies for future editions of the Games – to better position IFs

• Engagement/consultation with focus IFs and related professional leagues

• Strategic direction and engagement plans with each IF/league

Developed method/definition of ‘best athletes’ for each Olympic sport Further research on participation trends from 2008 onwards IOC/IF discussion briefs/meeting resources prepared for target IFs Integrated approach with Athletes Experience review Research project initiated with IIHF regarding the impact of no NHL players in PyeongChang


Potential agreements between IFs, professional leagues and IOC

Sport specific action plans for each summer sport based on research of the participation of top athletes at the Olympic Games

Recommendation 9: Set a framework for the Olympic programme

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Recommendation 9

Set a framework for the Olympic programme

Set limits for accreditations:

1. The IOC to limit the number of athletes, officials and events for the Games of the Olympiad to approximately:

• 10,500 athletes

• 5,000 accredited coaches and athletes’ support personnel

• 310 events

2. The IOC to limit the number of athletes, officials and events for the Olympic Winter Games to approximately:

• 2,900 athletes

• 2,000 accredited coaches and athletes’ support personnel

• 100 events

3. The IOC to study ways in which the overall number of other accreditations at the Olympic Games can be reduced.

Implementation


• Definition of Tokyo 2020 event programme and athlete quotas (Further detail can be located in Recommendation 10)

• Definition of 2024 sports programme (Further detail can be located in Recommendation 10)

Recommendation 9: Set a framework for the Olympic programme

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2017 Action plan Lead: Sports Director


Set limit for accreditations

(Olympic Games Department)

• February deadline for requests to be submitted to IOC for Tokyo 2020 event programme changes

• May Olympic Programme Commission meeting to review points for all future Olympic programmes, including recommendations on Tokyo 2020 event programme

• July IOC Executive Board decision on Tokyo 2020 event programme

Further detail can be located in Recommendation 10

Recommendation 10: Move from a sport-based to an event-based programme

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Recommendation 10

Move from a sport-based to an event-based programme

Move from a sport-based to an event-based programme:

1. Regular reviews of the programme to be based on events rather than sports, with the involvement of the International Federations, and with the following restrictions to be respected:

• For the Games of the Olympiad: approximately 10,500 athletes, 5,000 accredited coaches and athletes’ support personnel, and 310 events,

• For the Winter Games, approximately 2,900 athletes, 2,000 accredited coaches and athletes’ support personnel, and 100 events.

2. The IOC Session to decide on the inclusion of any sport (IF) in the programme.

3. The IOC to allow the OCOGs to make a proposal for the inclusion of one or more additional events on the Olympic programme for that edition of the Olympic Games.

Implementation


• Definition of Tokyo 2020 event programme and athlete quotas

• Kick off process for Beijing 2022 event programme

• Definition of 2024 sport programme


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Tokyo 2020 event programme

• Reports released after Rio 2016 data collection programme to each Summer Olympic IF at the sport and event level

• Deadline for requests to be submitted to IOC for modifications to events and changes to athletes’ quotas and competition formats

• Olympic Programme Commission completes analysis and observation of requests submitted and makes recommendation to IOC Executive Board

• Recommendation of Olympic Programme Commission reviewed by IOC Executive Board and final decision made on Tokyo 2020 event programme and athlete quotas

Implemented successfully with highest ever projected gender balance (48.8%), increased focus on youth and female events through introduction of a net 15 new events, and an overall net reduction of 285 athletes.

Olympic Games 2024

• Receive reports after Rio 2016 data collection programme at the event level in each sport

• Olympic Programme Commission reviews data and makes a recommendation to the IOC Executive Board

• Olympic Programme Commission recommendation submitted to the IOC Executive Board for decision

• IOC Executive Board makes proposal to IOC Session for final decision

• IOC Session

The IOC Session voted to include all 28 sports from the Olympic Games Rio 2016 and initially included into Tokyo into the programme of Paris 2024. In addition, the Session voted on two specific points:

All sports must continue to comply with the Olympic Charter; and In respect of the inclusion of Weightlifting, the International


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decision on the 2024 sports programme

Weightlifting Federation must satisfy the IOC Executive Board by its meeting in the December 2017 that it has addressed or has in place plans to address the serious incidence of doping in the sport and In consultation with the World Anti-Doping Agency (WADA), ensure the integrity in this and every regard within its and administration of each of its member National Federations. The IOC Executive Board will also continue to closely monitor the IWF implementation of all necessary actions, and will report any concerns to the IOC Session as to the appropriateness of the IWF actions and the resulting place of weightlifting on the programme of the Olympic Games Paris 2024.


• Finalisation of the Beijing 2022 event programme in 2019

Recommendation 11: Foster gender equality

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Recommendation 11

Foster gender equality

Foster gender equality

1. The IOC to work with the International Federations to achieve 50 per cent female participation in the Olympic Games and to stimulate women’s participation and involvement in sport by creating more participation opportunities at the Olympic Games.

2. The IOC to encourage the inclusion of mixed-gender team events.

Implementation


• Definition of Tokyo 2020 event programme (Please see detail in Recommendation 10)

• Continue to ensure that gender equality both on and off the field of play and gender balance, through numbers of athletes and competition formats, are a focus in reviews of future Olympic programmes.

Recommendation 11: Foster gender equality

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Gender equality

• Deadline for requests to be submitted to IOC for Tokyo 2020 event programme changes

• Olympic programme Commission meeting to review all points for all future Olympic programmes, including recommendations on Tokyo 2020 event programme

• IOC Executive Board takes a decision on Tokyo 2020 event programme

Please see detail included into Recommendation 10

Recommendation 12: Reduce the cost and reinforce the flexibility of Olympic Games management

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Recommendation 12

Reduce the cost and reinforce the flexibility of Olympic Games management

Reduce the cost and reinforce the flexibility of Olympic Games management

1. The IOC to establish a transparent management procedure for any change of requirements, regardless of its initiator, in order to reduce costs.

2. The IOC with the stakeholders to systematically review the level of services, Games preparation and delivery, with a view to containing cost and complexity. Regular proposals will be made in this respect.

3. The IOC to consider the provision of turnkey solutions for OCOGs in areas which require highly specific Olympic expertise.

Implementation


Establish Games Management 2020 programme with a view to oversee developments relating to Rio debriefing, Olympic Agenda 2020, Olympic Winter Games Working Group and other strategic programmes relating to Games Management. This programme includes:

• Continue the development of potential turnkey solutions (Torch relay, Olympic Information Services…)

• Further implement the Learning Pathways (Online Learning Programme, Games Learning Model Development…)

• Implementation of the Olympic Winter Games Working Group recommendations


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Games Management 2020

(see lines below for specific fields of work)

Following brainstorming and structuring end 2016, kick-off the Games Management 2020 programme with the objective of evolving to a more agile, resilient and transparent delivery model:

- Run an as-is analysis

- Develop a draft to-be model

Further study and prioritisation of the focus areas of the programme

Further refine analysis and to-be models

Draft Games Management 2020 delivery model implementation plan (high-level)

Approve the key aspects of the revised delivery model and plan for implementation with Host City 2024

Gradual and targeted implementation of certain aspects with Beijing 2022

Develop the detailed action plan for implementation of the Games Management 2020 delivery model

Engagement with Host City 2024

A set of 92 principles and measures to evolve the delivery model of the Games has been identified and is currently undergoing stakeholders review and Executive validation. A full list of measures will be submitted to the IOC Executive Board in February 2018.

Paris 2024 will be the platform to carry out the relevant evolutions while other OCOGs may benefit from such measures on an ad-hoc basis. The full Games Management 2020 approach will come into force for the 2026 Olympic Winter Games.

1. Olympic Winter Games Working Group

Analyse the recommendations of the Olympic Winter Games Working Group fitting in the scope of Games Management 2020

Start implementation of the recommendations of the Olympic Winter Games Working Group

Olympic Winter Games Working Group recommendations integrated as part of the Invitation Phase of the 2026 Candidature Process

Recommendations pertinent to Games Management have been included in the Games Management 2020 measures.

Recommendations have been integrated in the new


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Candidature process for the 2026 Olympic Winter Games which has been launched.

2. Change Management Process – Current OCOGs

Change management with Tokyo 2020 finalised, pending final signature of agreement letter

POCOG change management on-going and nearly finalized, pending minor open points

Start rolling out the change management process with Beijing 2022

Finalise the roll-out of the change management process with Beijing 2022

Change Management process with PyeongChang 2018, Tokyo 2020 and Beijing 2022 has been finalised.

3. Level of services, Games preparation and delivery

Games Management governance, processes and level of services to be reviewed as part of Games Management 2020 programme

Appointment of Head of Games Optimisation to support the review of level of services

High-level design of Games Management governance, processes and reviewed level of services to be integrated in the to-be delivery model

Conclusion of define and design phase of Games Management 2020 programme and rolling out of proposed mechanisms

Consolidating agreed governance, processes and level of services

The identified measures related to Games governance, processes and level of services are undergoing review by stakeholders and validation by Executives.


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4. Olympic Games Guides

Publication of the Olympic Games Guide updated with key learnings from Rio 2016 early April

Publication of updated Olympic Games Guides following detailed review post-Rio 2016 early Q4-2017

Updated and new Olympic Games Guide following the detailed review post-Rio have been published in October.

5. Turnkey solutions

Start assessment of all potential turnkey solutions

Start definition of the business model to support development and implementation of turnkey solutions

Continue assessment of all potential turnkey solutions

Continue definition of the business model to support development and implementation of turnkey solutions

Development of related documentation necessary to support the launch of turnkey solutions which would have been validated

Finalise the business model for development and implementation of turnkey solutions

The strategy and governance of the project have been set and the corporate impact analysed.

First set of proposed turnkey solutions are being analysed.

Recommendation 13: Maximise synergies with Olympic Movement stakeholders

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Recommendation 13

Maximise synergies with Olympic Movement stakeholders

Maximise synergies with Olympic Movement stakeholders to ensure seamless organisation and reduce costs.

1. The IOC to enhance the role of the International Federations (IFs) in the planning and delivery of the Olympic competitions, including the study of transferring technical responsibilities from the OCOGs to the IFs.

2. The IOC to focus the role of the IOC Coordination Commission on key issues and validation of service levels.

Implementation


• Finalise all documentation pertaining to International Federations’ new role, including the Sport Delivery Plan principles, structures and roles

and responsibilities.

• Support the implementation of the Sport Delivery Plan for Tokyo 2020 and Beijing 2022, and the Olympic Games 2024

• Involvement of IFs in Coordination Commissions meetings, Executive Debriefs, Sport Initial Briefings, and Bi-annual participation by IFs in

Venue Development Operational Reviews (VDOR).

• Continue to encourage IFs to plan host city inspection visits at the same time as the IOC for better synergies

• Continue the success of the developed “IOC/IFs sports specific transfer of knowledge to OCOGs” (twice a year)

• Development of a model for the delivery of a new innovative sports experience

• Establish clear roles and responsibilities for the IOC and Umbrella Organisations with the relationship management, development and

servicing of Recognised International Federations

• Continue development of sport specific transfer of knowledge documents with the support of the IFs to facilitate the learning process of the

new IFs


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Role of IFs Finalise Sports Delivery Plan principles, structures and roles and responsibilities documents and provide to Tokyo 2020 and Beijing 2022

Support implementation of the Sport Delivery Plan for Tokyo 2020 and Beijing 2022 Involve IFs in CoComs, Executive Debriefs, and Sport Initial Briefings

Support implementation of the Sport Delivery Plan for Tokyo 2020 and Beijing 2022

Support implementation of the Sport Delivery Plan for Tokyo 2020 and Beijing 2022 Involve IFs in CoComs, Executive Debriefs and Sport Initial Briefings

Roles of IFs and collaboration with IOC are continuing to improve and the relationships are strengthening. Strehgthened collaboration on test events for PyeongChang 2018, and all Winter IFs attended the 9th CoCom of PyeongChang 2018. Following the success of individual meetings that took place in Q3, it has been proposed to have annual individual meetings. Constant dialogue with IFs regarding venue value engineering and future model of event delivery. Initial discussions with Paris 2024 and Los Angeles 2028 on their vision in optimised Games delivery.

Role of Umbrella Organisations

Establish roles and responsibilities for SportAccord, ARISF and AIMS with the relationship management, development and servicing of Recognised International Federations

Presentations regarding roles and responsibilities to umbrella bodies at SportAccord

Delivery of agreed services to Recognised IFs Agreement on umbrella bodies involvement in the Recognition Procedure

Delivery of agreed services to Recognised IFs

IOC-GAISF MoU to be used to further define service delivery to non-Olympic IFs. The roles of GAISF, integration of ARISF and AIMS, and focus on services to non-Olympic IFs are detailed in the IOC-GAISF MoU. Detail of service delivery still to be defined.


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Transfer of Knowledge

Continue development of sport specific transfer of knowledge documents with the support of summer and winter IFs

Phase 1 of the TOK documents completed. On-going development on the Summer side. Work is on-going to develop detailed generic event briefs for Paris 2024 and LA 2028 in conjunction with the Olympic Games department. These documents contain the spaces and requirements for all functional areas and stakeholders to assist and optimise the event planning

IOC Coordination Commissions

Deliver Coordination Commission meetings according to scope defined in revised Olympic Charter.

All coordination commissions are now delivered through the new scope defined in the Olympic Charter


• Active involvement of International Federations (IFs) in the planning and delivery of the Olympic competitions, with clear roles and responsibilities of IFs and OCOGs

• Sport Delivery Plan implemented for Tokyo 2020 and Beijing 2022, and the Olympic Games 2024

• Implementation of Sport Experience model for future Olympic Games

Recommendation 14: Strengthen the 6th Fundamental Principle of Olympism

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Recommendation 14

Strengthen the 6th Fundamental Principle of Olympism

The IOC to include non-discrimination on sexual orientation in the 6th Fundamental Principle of Olympism.

Implementation


• Implemented



6th Fundamental Principle

Continue promoting the changes in the Olympic Charter at the appropriate opportunities The changes are promoted at every opportunities

Recommendation 15: Change the philosophy to protecting clean athletes

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Recommendation 15

Change the philosophy to protecting clean athletes

The IOC’s ultimate goal is to protect clean athletes

Implementation


On anti-doping:

• Continue the retesting of samples

• Gather and process information to produce intelligence to select samples for reanalysis from Vancouver, London and Sochi Games.

• Design of a test distribution plan from April 2017 in preparation for the PyeongChang Games

On manipulation of competitions:

• Organisation of the second International Forum for Sports Integrity (IFSI) Forum

• See Recommendation 16 for further details


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Protect clean athletes

Anti-doping

IOC/WADA task force visit PyeongChang. Agreement of targeted reanalysis of Vancouver, London and Sochi samples with WADA, and support the Canivet and Oswald Commissions.

Project plan for development of Independent Testing Authority by WADA.

WADA Pre-games Task Force funded by IOC to gather and process information to guide testing by WADA, IFs and National Anti-Doping Organisations (NADOs) in the run up to the PyeongChang Games.

Complete targeted reanalysis of Vancouver samples.

Olympic Games Rio 2016 Educational programme on the prevention on anti-doping and manipulation of competitions Intensify target testing in the lead up to the PyeongChang Games.

Gather and process information to create intelligence to adjust the Test Distribution Plan (TDP) at the PyeongChang Games and conduct target testing.

Task Force recommendations on over 1800 targeted (generally top 20) athletes for over 4000 tests. Also recommendations on all Russian athletes on long list for PyeongChang. POCOG joined Task Force to enable seamless transfer of intelligence and athlete testing priorities for Games time.

Independent Doping Control programme at Olympic Winter Games PyeongChang 2018 using either existing DFSU or ITA if accepted as a foundation in time by the Swiss authorities

Protect clean athletes

Manipulation of competitions

International Forum for Sports Integrity (IFSI) Forum

See recommendation 16


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On anti-doping:

• Targeted reanalysis of samples based on intelligence.

• Creation of the Independent Testing Authority under the auspices of WADA

On manipulation of competitions:

• Definition of long term strategic vision based on IFSI Recommendations.

Recommendation 16: Leverage the IOC USD 20 million fund to protect clean athletes

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Recommendation 16

Leverage the IOC USD 20 million fund to protect clean athletes

The IOC to use its extra USD 20 million “Protection of clean athletes” fund:

1. USD 10 million to develop robust education and awareness programmes on the risks of match-fixing, any kind of manipulation of competitions and related corruption.

2. USD 10 million to support projects offering a new scientific approach to anti-doping.

Implementation


On anti-doping:

• Monitor the research projects which were granted funds

• Research reports and publications as outcome of previously funded projects

On competition manipulation:

• Creation of an Olympic Movement Unit on the Prevention of the Manipulation of Competitions

• Compliance of all winter and a majority of summer IFs with the OM Code on the Prevention of the Manipulation of Competitions.

• Cooperation with governments in order to support the implementation of specific criminal legislation dealing with competition manipulation.

• Integrity in Sport Global Capacity Building and Training in countries around the world, in partnership with INTERPOL and other organisations including the dissemination of Handbooks.

• Use of IOC Integrity e-learning and educational material by selected IFs, NOCs and NFs/event organisers

• Cooperation with stakeholders to strengthen the ability for exchange of intelligence and information and investigations into breaches of integrity.

• Cooperation with governments in order to support the creation of National Platforms for Integrity in Sport and further establish the enhanced IBIS system as link to international sports.

• Preparation of IBIS and risk assessment for Olympic Winter Games PyeongChang 2018.


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1. Match-fixing (Ethics)

Creation of OM Unit on the Prevention of the Manipulation of Competitions

Legal support to IFs: OM Code on the Prevention of the Manipulation of Competitions and criminal legislation

Cooperation with governments on the implementation of criminal legislation regarding the match-fixing

Integrity in Sport Global Capacity Building and Training (IOC-INTERPOL Workshops) including the dissemination of IOC-handbooks

IOC Integrity e-learning implementation and other educational tools

IBIS:

- Cooperation with governments in order to support the creation of National Platforms. - Further establish the enhanced IBIS as link to international sports in these National

Platforms. - Preparation and risk assessment of OG 2018 Pyeongchang.

Pending

PyeongChang Integrity in Sport preparation and awareness (first wave, e.g. workshop and ‘Partnership Development Meeting’ in Pyeongchang with all stakeholders of ‘Joint Integrity Intelligence Unit’ OG 2018 in March 2017)

PyeongChang Integrity in Sport preparation and awareness (second wave: specific meeting on JIIU with contact at South Korean Police, Sports Betting Operator, etc)

Pending


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2. New approach on Anti-Doping (Medical Department)

Finalize contracts with 4 researchers selected by expert panel at their final meeting in 2016.

Monitor progress of research funded in 2014, 2015 and 2016. Application to protection of clean athletes.

Monitoring of ongoing studies with payment of grants when agreed project milestones completed.

Specific follow up of two completed studies (on dry blood spots) with IOC expert symposium in November.

Recommendation 17: Honour clean athletes

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Recommendation 17

Honour clean athletes

Honour clean athletes who are awarded an Olympic medal following a doping case:

1. Formal ceremonies to be organised for medal-winners who receive their Olympic medal following the disqualification of a competitor.

2. The ceremony to be properly communicated by all parties concerned.

Implementation


• Provide support and guidance to NOCs to organise to implement

• Ensure IFs are informed on all occasions

Recommendation 17: Honour clean athletes

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Honour clean athletes

Provide support and guidance to NOCs to organise appropriate ceremonies to honour clean athletes in case of medal reallocation.

Support and guidance provided to NOCs when requested.

Recommendation 18: Strengthen support to athletes

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Recommendation 18

Strengthen support to athletes

Strengthen support to athletes:

1. The IOC to put the athletes’ experience at the heart of the Olympic Games.

2. The IOC to further invest in supporting athletes on and off the field of play.

Implementation


• Create a global Athletes’ Commission’s network.

• Create athletes’ experience Guidelines to support the work of the OCOGs and further improve the experience of the athletes pre-Games and at Games-time.

• Maintain and further develop an online educative platform to further support entourage and athletes in their performance and transition from sport to post-athletic career.

• Deliver the 8th IOC International Athletes Forum with the aim to discuss the implementation of Olympic Agenda and make recommendation to further support athletes on and off the field of play.

• Engage and further educate athletes on key topic such as Games time information, anti-doping, ethics and other relevant issues.

• Deliver the 8th IOC Athlete Career Program (ACP) Forum with the aim to discuss the implementation of the Olympic Agenda 2020, share best practices and identify methods and ways to further expand the programme globally.

• Further expand the ACP Outreach Programme to International Federations.

• Adjust the overall athletes’ communication based on the IOC Athletes’ Commission Strategy.

• Further develop the Olympic Athletes’ Hub (OAH) and prepare for PyeongChang 2018 functionalities.

• Prepare the Games-time activation for PyeongChang 2018, including the IOC Space and IOC Athletes’ Commission election.

• Further integrate the work of the World Olympians Association with the IOC and alignment of WOA objectives and projects with Olympic Agenda 2020.


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Athletes experience

Develop an Athletes’ Experience Guide to support the OCOGs in the delivery of the concept

Develop the “Place of Mourning” and “Moment of Remembrance” for PyeongChang 2018

Finalise the Athletes’ Experience Guide for the OCOGs

Delivery of the Athletes’ Experience Guide

Ongoing implementation of “Place of Mourning” and “Moment of Remembrance” for PyeongChang 2018

Ongoing implementation of “Place of Mourning” and “ Moment of Remembrance” for PyeongChang 2018

Delivery of the Olympic Games Guide in December 2017/ January 2018

Ongoing implementation of “Place of Mourning” and “Moment of Remembrance” for PyeongChang 2018

The “PyeongChang 2018: your Games” film was finalised and aimed at athletes who will participate in the PyeongChang Games. This video showcases competition and non-competition venues, includes the OLVs. It also provides information on services that will be offered to them at Games times, as well as information on key rules (Rule 40, Rule 50, Social Media


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Guidelines, Competition Manipulation)

Athlete engagement Pillar 1 – coordinated approacht

Deliver athletes’ support documents on the Olympic Athletes’ Hub with athletes’ “look and feel” and “tone of voice”.

The documents have been delivered and are available on the Olympic Athletes’ Hub.

Athlete engagement Pillar 2 – enhance e-engagement

Align overall IOC AC communication and OAH to the new IOC AC strategy.

Build and deliver OAH content strategy outside Games-time.

Engage and educate athletes on key IOC topics (throughout the year)

Release adjusted OAH version based on new IOC AC strategy.

Prepare PyeongChang 2018 elements on the OAH.

Implement OAH language strategy.

Assess possibilities of OAH integration with Olympic Channel integration.

Deliver PyeongChang 2018 elements on the OAH.

Finalise PyeongChang elements on the OAH

Deliver OAH App for testing on Samsung smartphones.

Adjust the overall athletes’ communication based on the IOC Athletes’ Commission Strategy

PyeongChang Get Ready portal on the OAH delivered in 8 languages.

PinQuest Game Beta tested at IAF

Pinquest Game delivered and installed on Samsung devices for all athletes in PyeongChang

Athlete engagement Pillar 3 – leverage communication champions

Launch tender to agency for development of Communication Champions project.

Begin implementation of programme.

Continue implementation. Integrated into Athlete365 project


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Athlete engagement Pillar 4 – maximize Games time opportunities

Select IOC Space and Olympic Village activations agency for PyeongChang 2018.

Initiate Samsung smartphones distribution plan.

Define athletes’ information pack format and languages.

Coordinate IOC Space and Olympic Village activation.

Prepare Samsung smartphones distribution plan.

Provide NOCs with an athletes’ information for PyeongChang 2018. Coordinate IOC Space and Olympic Village activation. Prepare Samsung phones distribution plan.

Coordinate IOC Space and Olympic Village activation. Prepare Samsung smartphones distribution plan.

Athlete Information Pack shared with NOCs and available on the Olympic Athletes’ Hub Samsung smartphones distribution plan ongoing Athlete365 Space and Olympic Villages activations validated by EB in September and produced

Athlete Career Programme (ACP)

Begin implementation of Outreach calendar working with NOCs to deliver sessions for athletes including a Train the Trainer in Africa.

Launch application process for IFs to be trained to deliver Outreach programme.

Continually monitor and support NOC ACPs through sharing of best practices

Continue support in delivery of NOC and IF Outreach programmes.

8th IOC ACP Forum to take place in Beijing, China bringing together NOC and Adecco managers delivering ACP.


Begin planning for ACP promotion as part of Pillar 4 of Athlete Engagement Strategy.


Planning for ACP promotion as part of Pillar 4 of Athlete Engagement Strategy.

Successful delivery of the IOC ACP Forum

Successful NOC Outreach Programmes in collaboration with Olympic Solidarity, and increased support from WOA and NOAs

IF Outreach Programmes have postponed to 2018 to ensure integration with the updated Outreach Programmes strategy

Planning of ACP


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promotion as part of Pillar 4 of the Athlete Engagement Strategy is ongoing

Global Athletes’ Commission Network

Ongoing support to IFs and NOCs to create an effective Athletes’ Commission. Regular communication between IOC Athletes’ Commission and athlete community through Olympic Athletes’ Hub. Support the Continental Associations in the delivery of bi-annual Continental Athlete Forum.

Communication with global AC network enhanced through regular video conferences and email updates 8th IOC International Athletes’ Forum hosted with over 100 athletes’ representatives


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Online Career Support

Launch 1-2 new short courses on the Athlete Learning Gateway.

Assess the position of the Athlete Learning Gateway in relation to other IOC department’s educational material for athletes and entourage.

Review language capabilities of the Athlete Learning Gateway and identify future developments.

Explore the future strategy for the Athlete Learning Gateway and the long term education model for athletes and entourage.


Establish an implementation plan for collaboration with IOC departments to integrate athlete and entourage educational material.

Assess the value of the Athlete Learning Gateway Community.


Implement collaboration of IOC athlete and entourage education material.

Confirm the continuation / discontinuation of the Athlete Learning Gateway Community.

Define the future strategy for athlete and entourage education.


Finalise the future strategy for athlete and entourage education.

Seven new courses launched on the ALG

Strategy for integration of the ALG with the other IOC online platforms outlined

World Olympians Association (WOA)

Launch of WOA Grants 2017 programme.

Development of internal NOA database to enhance information capture and reporting.

Partnership planning for Tokyo 2020 ORC

Further integrate WOA objectives and projects with Olympic Agenda

Develop and implement a project plan for improved NOA and NOC relationships, with NOC relations and CoBras

WOA Medical Committee to commission a study on the Long Term Health of Olympians with support from the IOC Medical and Scientific department.

Finalisation of OLY, post nominal letters for Olympians

WOA Executive Committee meeting in Lima

Final stage of planning and marketing for ‘ORC content’ such as Olympian ticketing programmes and events for Pyeongchang 2018

Six Service to Society Grants awarded to NOAs for Olympian led community projects

KPIs developed for enhanced database reporting

Retired Olympian Musculoskeletal Health Study


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2020 and IOC projects Expansion of World Fit by 50%, to two further NOAs

Olympic Day countdown

commissioned and piloted

NOA toolkit developed for Olympic Day

OLY post nominal letters launched at International Athletes Forum

3 events, Olympian ticketing programme and TOPs Chaperone programme confirmed for PyeongChang 2018

Participation of the EOA executive committee at the International Athletes Forum


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• Delivery of the Olympic Village activation and IOC Athletes’ Commission’s election at the Winter Olympic Games PyeongChang 2018.

• Delivery of the Samsung smartphone distribution at the Winter Olympic Games PyeongChang 2018.

• Finalise agreement for the Athlete Career Programme with 50 NOCs by the year 2020.

• Aligning the Athlete Learning Gateway deliverables and strategy with the IOC education strategy.

• Supporting Continental Association in delivery of their respective bi-annual Athletes’ Forum

• WOA strategic objectives and projects aligned with Olympic Agenda 2020

Recommendation 19: Launch an Olympic Channel

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Recommendation 19

Launch an Olympic Channel

The IOC to launch an Olympic Channel.

Implementation


• COMMS: Raise the Olympic Channel Profile

• Enhance the COMMERCIAL value of the Olympic Channel

• Define the global & localised DISTRIBUTION eco-system and support local expansion

• Optimise Digital MARKETING to drive Olympic Channel awareness and engagement

• Produce target relevant and engaging CONTENT based on data and analytics supported by Marketing and OC Platform

• Continuously align TECHNOLOGY Platform to support OC expansion and grow

• Evolve DIGITAL Product to increase viewership and engagement

• Further enhance NEWS ’ role to objectively inform and highlight the relevance of Sports and Events in and around Olympic Movement

• Provide a robust LEGAL framework for the operations of the Olympic Channel, coupled with proactive and commercially effective legal support


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2017 Action plan Lead: Olympic Channel Services


Olympic Channel

(IOC TMS)

Translate navigation of the platform in multi-languages (7/11), optimise content search, navigation, Ads, embeddable video player and integrate CRM.

Implement unified data, analytics dashboards and reporting.

Define and Implement OC Growth Plan

Define Localisation Strategy with RHBs and NOCs

Continue Digital Marketing Optimisation and integration of CRM, OF, Olympic SM, SEO.

Review Content Production

Develop News SM Strategy

Translate Navigation of the platform in multi-languages (11/11) and continue platform evolution to increase engagement via interactivity, CRM, OCOGs integration.

Continue OC integration into TOP renewals and acquisitions

Implement Localisation Strategy (USA and MENA)

Continue Digital marketing Optimisation and integration of CRM, OF, Olympic SM, SEO.

Hold OC - IFs seminar

Align content production to meet promotion, growth and localisation objectives

Develop News advanced graphic assets

Continue platform evolution to increase engagement via interactivity, CRM, OCOGs integration.


Potential OC localisation in USA and MENA

Continue Digital marketing Optimisation and integration of CRM, OF, Olympic SM, SEO and support OC localisation


Archival Services

Sports’ Data Integration

Continue platform evolution to increase engagement via interactivity, CRM, OCOGs integration.


Potential OC localisation in China, Korea, Brazil,

Continue Digital marketing Optimisation and integration of CRM, OF, Olympic SM, SEO and support OC localisation


News breakout programming and workflows established

Broadcast plan for the coverage of YOG 2018 delivery.

Plan for PC 2018 and Tokyo 2020 on promotion, content sharing, in-venue activities.

1+ billion video views on Social Media; 6.6+ million followers on Social Media; 11 languages available on the App and Web; 7000+ pieces of content produced; all Olympic Sports and Disciplines and 206 countries represented; 2000+ news items; 300 Athletes highlights and pages; 30 original series produced by 25 production companies in 23 countries; 500 live events; up to 25 new pieces of content added daily; 400+ marketing promotions ads;

57 Agreements with International Sports Federations

Founding Partnerships with Bridgestone, Toyota and Alibaba.

Regional distribution of the OC content and product with NBC/USOC, Eurosport and BeIN and many others to come.


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• Continue OC local/regional expansion

• Implement the plan for YOG 2018 and OG 2018

Recommendation 20: Enter into strategic partnerships

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Recommendation 20

Enter into strategic partnerships

The IOC to open up to cooperation and network with competent and internationally recognised organisations and NGOs to increase the

impact of its programmes.

Implementation


• Run an appraisal of current partnerships and implement the refined international partnership strategy with selected UN agencies and/or reputable international organisations and NGOs. MOUs are in place and initial activities are carried out.

• Reshape departmental areas of collaboration around the new strategy focused on playing opportunity, equality promotion and child protection.

• Support policy and advocacy efforts of selected UN and international platforms.

• Support the mandate and missions of the UN Special Envoy for Youth Refugees and Sport (SEYRS).

• Provide TOP partners with clear global investment opportunities.

• Contribute to showcase Olympism in Action activities and provide content for the Olympic Channel.

• Enhance the partnership with UN Women and renew the existing MOU which is expiring in October 2017.

• Materialise the cooperation on Gender Equality with the International Working Group on Women and Sport (IWG) and the Council of Europe (COE).

Recommendation 20: Enter into strategic partnerships

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2017 Action plan Lead: PASD Director


Strategic partnerships

SEYRS 1st mission.

Consultations with selected UN agencies and NGOs.

Finalisation of strategic framework and related action plan, and validation.

Consultations with IWG and the COE.

SEYRS 2nd mission and meeting with new UNSG.

Implementation of core programmes with selected UN agencies and NGOs.

Strategy and action plan rolled-out.

TOPs plan of action for delivery established.

Formalisation of TOPs collaboration and implementation.

Implementation of core programmes with selected UN agencies and NGOs.

SEYRS 3rd mission.

TOPs collaboration implementation.

Implementation of programmes with selected UN agencies and NGOs.

Renew MOU with UN Women.

Formalise the cooperation with IWG and COE.

SEYRS resigned in June. No missions made.

Department of PASD was dismantled in June, with various functions moved to Departments of Strategic Communications, Office of the Deputy Director General and Olympic Museum.

New strategy to be developed in 2018.

New MOU with UN Women signed in November.

Content for the Olympic Channel and showcasing of Olympism in Action activities are developed as and when relevant

Several pieces of content were provided over the year.

Recommendation 21: Strengthen IOC advocacy capacity

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Recommendation 21

Strengthen IOC advocacy capacity

Strengthen IOC advocacy capacity:

• The IOC to advocate to intergovernmental organisations and agencies.

• The IOC to encourage and assist NOCs in their advocacy efforts.

Implementation


• Deliver a new IOC strategy for public affairs and social development through sport that can protect and promote the organization, and implement its action plan.

• Leverage and align with SDGs and UN public work to strengthen sport in the international development agenda, scale up IOC visibility and influence policy change, in collaboration with fewer selected key organisations.

• Manage key public affairs challenges from international political platforms and human rights groups.

• Leverage the IOC Women and Sport Trophies and foster partnerships with awardees and their sponsors.

Recommendation 21: Strengthen IOC advocacy capacity

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Leverage intergovernmental and high-profile platforms(non-exhaustive list)

• UN Commission on the Status of Women

• MINEPS VI preparatory meetings and programme committee – CIGEPS extraordinary meeting

• UN Human Rights Council session

• WHO collaborative platforms around PA resolution and UNGA special session on NCDs


• UN Resolution on Olympic Truce for PyeongChang 2018 Winter Games -negotiations

• Meeting with new UN Secretary General

• WHO General Assembly and other collaborative platforms around PA promotion

• MINEPS VI

• UN General Assembly 72nd session and High level meeting


• Olympism in Action Congress

• WHO collaborative platforms (continued)

• Olympism in Action Congress

• 2017 IOC Women and Sport Trophies (tbc)

• UN General Assembly Resolution on Olympic Truce for PyeongChang 2018 Winter Games - adoption

• WHO collaborative platforms (continued)

• All platforms were leveraged for meetings and speaking opportunities; UN resolution was adopted; Women and Sport trophies awarded.

International Days • International Women’s Day

• IDSDP

• World Refugee Day

• International Day of Peace

• Universal Children’s Day

• Human Rights Day

• Most days were leveraged for IOC positioning on related issues.


• Refocused interventions with clear public policy outcomes, in alignment with SDGs framework, key UN and international partnerships and Olympic Agenda 2020 targets.

Recommendation 22: Spread Olympic values-based education

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Recommendation 22

Spread Olympic values-based education

Spread Olympic values-based education

1. The IOC to strengthen its partnership with UNESCO to include sport and its values in school curricula worldwide.

2. The IOC to devise an electronic platform to share Olympic values-based education programmes of different NOCs and other organisations.

3. The IOC to identify and support initiatives that can help spread the Olympic values.

Implementation


• The OVEP education materials are revised and produced in multiple languages

• Pilot projects to include sport and its values in school curricula worldwide are implemented at country level, based on the shortlist of countries selected in 2015

• Identify and support initiatives that can help spread the Olympic values on a community level.

• Reinforce strategic partnerships that will establish the IOC as a global player in education


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2017 Action plan Lead: OFCH Director/Strategic Communication Director


Promotion of Olympic values from a policy led perspective (inc. OVEP ambassadors network)

Objective: To promote Olympic values through physical activity and playing sport using diverse educational settings

- Coordination at national level

- Development with the OM and support to grass roots programmes engaged in Olympic values-based education

- Identify and support Ambassadors to champion Olympism for youth development

- OVEP continental/regional trainings

- OVEP annual training forum in Lausanne

NOCs Culture and Education Attachés plan reaccepted by Commission ready to be submitted to EB

No training sessions, no ambassadors identified due to restructuring

Support to individual requests implemented

Educational resource dissemination

Objective: Disseminate Olympic values through educational resources (e.g. adapted OVEPs) using a range of learning activities

- OVEP educational materials in multiple languages for accessibility and furthering understanding

- Development of OVEP educational materials in modular versions, template resources aimed at different markets, audiences and local contexts

- Use of existing programmes and channels of distribution whilst integrating OVEP content

- E-platform to aggregate and serve as a repository for Olympic education. This includes building a community of practitioners

- Further refine M&E system to assess audience appropriateness and impact of OVEP curriculum in the field

Translation of OVEP pack 2.0 done in 8 languages by beginning 2018

Briefing for E-platform to be developed within global IOC digital strategy framework (Spring 2018)

OVEP assessment planned for Q1/Q2 2018

Strategic partnership and education network development

Objective: Optimise strategic partnerships and network development establishing IOC as a global player in education and a good example for health and wellbeing.

- Mapping and data collection to increase the education knowledge base and better position Olympic education

- Reinforce and optimise partnerships and key influential actors in education

- To expand the OM network and leverage capacity in the field of education

Mapping of all IOC “educational” projects and programs done

Partnerships and Advocacy (UN) transferred to Strategic Communication


Page 65 of 99


• Align action plan with IOC Olympic Education commission 3-5 year strategic directions (Q2 2018)

• Launch NOC Culture and Education Attaché network in 2018 ( Buenos-Aires Olympism in action Forum ?)

• Propose redevelopment plan for OVEP (Q3 2018)

• E-platform for 2019

Recommendation 23: Engage with communities

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Recommendation 23

Engage with communities

Engage with communities:

1. Create a virtual hub for athletes.

2. Create a virtual club of volunteers.

3. Engage with the general public.

4. Engage with youth.

Implementation


• Continue the development of communities

• Engage with youth during the first Olympism in action Forum

Recommendation 23: Engage with communities

Page 67 of 99

2017 Action plan Lead: Communication Director


Athletes

(Sports) Please refer to recommendation 18.

Volunteers Social media community created – to be leverage on an ad-hoc basis

The approach for the volunteers community will be revised as part of the new overall communication strategy

General Public

On-going through social media, Olympic.org etc.

Overall strategy to be reviewed once the new directors for Strategic Communications is on board

The new strategy will be

launched in 2018

Youth Build engagement with youth in the lead up of the Olympism in Action Forum

Leverage Olympism in Action Forum to address key issues for and with Youth.

The first edition of the Olympism in Action Forum has been postponed to 2018. Youth will be an integral part of the event.

Recommendation 24: Evaluate the Sport for Hope programme

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Recommendation 24

Evaluate the Sport for Hope programme

Evaluate the Sport for Hope programme:

1. The IOC to evaluate the success and impacts of the Sport for Hope programme over the next two to three years and, in the meantime, limit the programme to the two existing centres in Haiti and Zambia.

2. The IOC to develop a sustainable operational model for the two existing Sport for Hope centres and invite other NGOs to contribute their particular areas of expertise, with the goal of having the centres become self-sufficient, managed and operated by another entity, and no longer reliant on the direct heavy investment and support of the IOC.

3. The IOC to define further strategy of investment in locally adapted grassroots sport facilities, building on the experience and lessons learned from the Olympafrica model.

Implementation


• Evaluation report for both existing centres.

• Develop options for sustainable and more self-sufficient models of operations for the two Sport for Hope Centres in Zambia and Haiti.

Recommendation 24: Evaluate the Sport for Hope programme

Page 69 of 99



Sport for Hope evaluation

Develop terms of reference for the evaluation.

Evaluation, including field visit is taking place.

Evaluation, including field visit is taking place.

Evaluation report. Evaluation concluded that no further Sport for Hope centre shall be built and the focus should be on simple grassroots sports facilities.

Sustainable operational model

Discussions with PASO have taken place and a MOU outlining the responsibilities has been drafted.

MOU with PASO has been signed.

Transition of responsibility to the new partner.

Transition of responsibility to the new partner.

Financial contribution to the two centres is continuously reduced and cooperation with local governments has been strengthened to ensure transition to local partners and stakeholders.

PASO representative has been appointed to the Board in Haiti and a cooperation with view of building local capacities has been established.

Grassroots sports facilities

The grassroots sport facilities concept is fully integrated in the IOC policies and strategies that enhance sport’s contribution to social development. (Recommendation 20)

The Olympic Refuge Foundation has been launched in September 2017 with the aim of creating safe sport facilities and developing sport activities for refugee, displaced and vulnerable children.


• Implement a sustainable model for the operations of the two Centres.

Recommendation 25: Review Youth Olympic Games positioning

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Recommendation 25

Review Youth Olympic Games positioning

The IOC to review with the stakeholders the positioning of the Youth Olympic Games.

1. The IOC Executive Board to set up a tripartite commission with the NOCs and IFs to review in depth the vision, mission, positioning, sports programme, Culture and Education Programme (CEP), protocol, organisation, delivery and financing of the Youth Olympic Games, and to come back to the IOC Session for final discussions and decisions.

2. The IOC to move the organisation of the YOG to a non-Olympic year, starting with the 4th Summer Youth Olympic Games, to be postponed from

2022 to 2023.

Implementation


• Implementation plan of the 14 recommendations from the YOG Tripartite Working Group

• Implementation of some of the recommendations through pilot projects or events

• Identify quick wins with Buenos Aires 2018 and Lausanne 2020 (i.e. Turnkey solutions,…)

• Revision ofthe appropriate YOG reference documents

Recommendation 25: Review Youth Olympic Games positioning

Page 71 of 99



Review of YOG positioning

Develop implementation plan with stakeholders

Implementation with pilot projects and events, including YOGOCs for Buenos Aires 2018 and Lausanne 2020

Finalize and present implementation plan to IOC Session

Implementation with pilot project and events, including YOGOCs for Buenos Aires 2018 and Lausanne 2020

First outcomes of implementation

Implementation with pilot project and events, including YOGOCs for Buenos Aires 2018 and Lausanne 2020

- Implementation plan presented to the IOC Session.

- Identification and execution of quick wins through pilot projects, including with Buenos Aires 2018 and Lausanne 2020

- 1st Pilot event of the network: World Archery Youth Championships 2017

- Validation of the two waves of athletes in Lausanne 2020 resulting in an increase of athletes by 71% in comparison to Lillehammer 2016

- Revision of the YOG host city selection process

- Evaluation of the impacts of the move of the YOG to a non-Olympic year, in discussion with IFs and NOCs


Based on recommendations to reduce the candidature phase to 6 months and select the host city 3 years in advance:

• End of 2019: Launch of candidature process for the 4th Youth Olympic Games (6 months candidature phase)

• Mid 2020: Election of the host city for the 4th Youth Olympic Games (3 years in advance)

Recommendation 26: Further blend sport and culture

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Recommendation 26

Further blend sport and culture

Further strengthen the blending of sport and culture at the Olympic Games and in-between.

1. At Games time:

• Create the Olympic Laurel award for outstanding contributions to Olympism (culture, education, development and peace) at every edition of the Olympic Games. The award ceremony to take place during one of the ceremonies. The recipient of the “Olympic Laurel” to be nominated by a jury including independent highly respected personalities.

• Study the development of an Olympic House to welcome the general public to engage in a dialogue with the Olympic Movement in its “philosophical face”

• Study an “Olympic Museum on the move” concept to introduce Olympic culture to the general public in the context of the torch relay, live sites and/or the Cultural Olympiad.

• Develop an artists-in-residence programme.

2. Between Olympic Games:

• Study how to develop an impactful commissioned artists programme to engage a steady and authentic interaction with global cultural players and build a dynamic legacy.

• Encourage NOCs to appoint an “attaché” for Olympic culture.

Implementation


• Olympic Laurel: Explore new process to name nominees and build a continuous communication plan

• Artists in Residence: Study alternative models to Rio 2016 to define program with 3 / 4 international artists in residence during the Games.

• Commissioned Artists: Define "dialog" between Olympic and Art World

• Cultural “attachés”: Launch of the project in 2018


Page 73 of 99

2017 Action plan Lead: Culture and Heritage Director


Olympic Laurel

Propose new models for nominees

Propose continuous communication plan

Transferred to Strategic Communication

Olympic House

Propose plans for Tokyo 2020

Ready in Spring 2018

Olympic Museum on the Move

Follow up with POCOG

Go/No Go for PeyongChang

Discussion with ITMS to establish it as a permanent asset for TOPs in view of Tokyo 2020

Transferred to OTR Team

Artists-in-residence programme

Explore diverse models in the light of Rio experience

Follow up on joint working group IOC/TOCOG/Tokyo Metropole

New model with Olympian artists for Pyeongchang 2018

Working group launched November 2017

Commissioned Artists

Propose long term plan in relation with TOM’s programming

Ready to be presented


Page 74 of 99

2017 Action plan Lead: Culture and Heritage Director


NOCs’ cultural attachés

Plan Draft 1 Go/No go Merged with “Education Attaché”

Action plan accepted by Culture and Heritage Commission and Education Commission, ready to be presented to EB


• Pyeongchang 2018

• Launch of Culture and Education Attaché plan in 2018 (Buenos-Aires)?

• Launch of Commissioned Artists plan in 2018 (Buenos Aires)?

• Application for UNESCO Intangible Cultural Heritage and UNESCO World Memories, as well as 125th birthday of Coubertin’s speech in La Sorbonne in 2019

• Tokyo 2020

Recommendation 27: Comply with basic principles of good governance

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Recommendation 27

Comply with basic principles of good governance

All organisations belonging to the Olympic Movement to accept and comply with the Basic Universal Principles of Good Governance of the

Olympic and Sports Movement (“PGG”).

1. Such compliance to be monitored and evaluated. Supporting tools and processes can be provided by the IOC in order to help organisations become compliant with the principles of good governance, if necessary.

2. Organisations to be responsible for running self-evaluation on a regular basis. The IOC to be regularly informed of the results of the organisations’

self-evaluations. In the event of missing such information, the IOC to request such an evaluation at its discretion.

3. The “PGG” to be updated periodically, emphasising the necessity for transparency, integrity and opposition to any form of corruption.

Implementation


• Tools delivered in 2016

• Introduction to and explanations on the use of the tools provided to NOCs at every opportunity throughout the year (NOC forums, continental meetings)

• Team within NOC relations department available to support NOCs with the use of tools.

Recommendation 27: Comply with basic principles of good governance

Page 76 of 99

2017 Action plan Lead: NOC Relations Director

Jan.-March April - June July – Sept. Oct. – Dec. End of year status

Scope and information

Promotion of the tool at the various meetings of NOCs on each continent.

Dedicated point on the agenda of the Olympic Solidarity Forums taking place in 2017.

Tools were promoted at every

continental meeting and OS

forums in 2017, both during

plenary sessions and in one-

to-one meetings. They were

included in the presentation

on governance made at the

IOC Session in Lima.

Recommendation 28: Support autonomy

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Recommendation 28

Support autonomy

The IOC to create a template to facilitate cooperation between national authorities and sports organisations in a country.

Implementation


• Keep communicating and promoting the use of the reference document (“template”) delivered in 2016 to all NOCs and IFs.

• Support in the use of the “template” by NOCs (together with their constituents, in particular the NFs) to strengthen their relations with local authorities and provide them with a number of elements to develop mutual understanding through a regular and constructive dialogue and, if appropriate, to establish a Memorandum of Understanding, a cooperation agreement and/or a partnership agreement (in general terms and/or in specific areas) on the basis of the principles and rules which govern the Olympic Movement.

Recommendation 28: Support autonomy

Page 78 of 99

2017 Action plan Lead: NOC Relations Director

Jan.-March April - June July – Sept. Oct. – Dec. End of year status

Support autonomy

Promotion of the tool at the various meetings of NOCs on each continent.

Dedicated point on the agenda of the Olympic Solidarity Forums taking place in 2017.

The tool was promoted at

every continental meeting

and OS forums in 2017,

both during plenary

sessions and in one-to-one

meetings. It was also part

of the presentation on

governance made at the

IOC Session in Lima.

Recommendation 29: Increase transparency

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Recommendation 29

Increase transparency

To further increase transparency

1. The financial statements of the IOC to be prepared and audited according to the International Financial Reporting Standards (IFRS), even if these higher standards are legally not required from the IOC.

2. The IOC to produce an annual activity and financial report, including the allowance policy for IOC members.

Implementation


Deliverables to be repeated:

• The financial statements of the IOC are prepared according to IFRS.

• IOC financial statement is audited according to Swiss law, Swiss Auditing Standards as well as the International Standards on Auditing.

• The annual activity and financial report is produced, including:

o Executive summary presented in accordance with the Basic Universal Principles of Good Governance as well as compliance.

o Transparency Report (with financials).

• Financial policies review and update.

Recommendation 29: Increase transparency

Page 80 of 99

2017 Action plan Lead: Finance Director


Financial statements

Implemented – repeat 2015 and 2016 plan and deliverables All implemented as in 2015 and 2016

Annual activity and financial report

Implemented – repeat 2015 and 2016 plan and deliverables All implemented as in 2015 and 2016

Recommendation 30: Strengthen the IOC Ethics Commission independence

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Recommendation 30

Strengthen the IOC Ethics Commission independence

The Chair and the members of the IOC Ethics Commission to be elected by the IOC Session.

Implementation


• On-going implementation with the election at each relevant IOC Session.

Recommendation 31: Ensure compliance

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Recommendation 31

Ensure compliance

The IOC to establish within the administration a position of a compliance officer, to:

1. Advise the IOC members, IOC staff, NOCs, IFs and all other stakeholders of the Olympic Movement with regard to compliance.

2. Give advice on new developments with regard to compliance.

Implementation


• On-going review to improve measures implemented with regard to compliance.

Recommendation 31: Ensure compliance

Page 83 of 99

2017 Action plan Lead: Chief Ethics and Compliance Officer


Compliance Officer

On-going review to improve measures implemented with regard to compliance. On-going activity

Recommendation 32: Strengthen ethics

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Recommendation 32

Strengthen ethics

The IOC Ethics Commission to review the Code of Ethics and its Rules of Procedure to be fully aligned with the Olympic Agenda 2020 drive

for more transparency, good governance and accountability.

Implementation


• New revision of the text, based on the updated version of 2015 and the on-going review to improve them

2017 Action plan Lead: Chief Ethics and Compliance Officer


Strengthen Ethics

On-going review to improve the texts On-going activity

Recommendation 33: Further involve sponsors in “Olympism in Action” programmes

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Recommendation 33

Further involve sponsors in “Olympism in Action” programmes

The IOC to adopt measures for TOP Partners to be integrated into the funding, promotion and implementation of IOC “Olympism in Action”

activities and to strengthen sponsors’ recognition in this respect.

1. The IOC to define specifically which “Olympism in Action” programmes would help drive the Olympic brand

2. The IOC to streamline “Olympism in Action” initiatives behind a few core ones which sponsors can “anchor” onto and which align with the central

vision of “building a better world through sport”.

3. The IOC to review and understand what partnering with each TOP can offer in terms of furthering the IOC “Olympism in Action” goals.

4. TOP Partners to be engaged by IOC TMS to co-construct future “Olympism in Action” initiatives.

5. Enhance recognition of partners’ involvement in “Olympism in Action” programmes.

Implementation


• Continue to support the “Olympism in Action” related activities that TOPs are involved in currently and others that are in development (e.g.: Olympic Moves, IOC Commission Sport and Active Society, The Clinton Foundation…).

• Ongoing discussions with TOPs in “Olympism in Action” and other CSR-type activities, track progress and eventually look to feed these into the pending IOC Olympism in Action strategy to be developed by PASD department.

Recommendation 33: Further involve sponsors in “Olympism in Action” programmes

Page 86 of 99

2017 Action plan Lead: IOC TMS Managing Director


Olympism in action programmes

Review of Olympism in Action portfolio, pending the PASD strategy

Still pending

Identify mutually beneficial programmes to present to TOPs

Olympism in Action Forum in Lima

Finalize strategy and roadmap for 2018 implementation

Following re-scheduling to October 2018, we have engaged with Alibaba, Dow and Toyota for presentation on key topics.

Recommendation 34: Develop a global licensing programme

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Recommendation 34

Develop a global licensing programme

The IOC to develop a global licensing programme, placing the emphasis on promotion rather than on revenue generation.

Implementation


• Initiate the anti-counterfeiting program by implementing the use of anti-counterfeiting devises on licensed products so that authentic products

can be identified by consumers, law enforcement and border services.

• Develop additional guidelines for the Heritage Collection and develop the first guidelines for the Olympic Collection.

• Launch the Olympic Collection (5 Rings) with at least 1-2 global licensee, by developing licensed sport equipment targeted to amateur sports

enthusiasts.

• Identify and execute at least 1-2 direct Licensing Deals within the Heritage Collection programme in NOC, OCOG territories and/or globally.

• Explore the feasibility of signing a multinational Licensing Deal within the Games Collection programme (i.e. music).

Recommendation 34: Develop a global licensing programme

Page 88 of 99



Heritage Collection

Develop guidelines for Heritage Collection

Education to key stakeholders

Lacoste will develop and sell a co-branded Olympic Heritage apparel collection in 10 countries, including Japan, China, Canada and key European markets. This is unprecedented in Olympic global licensing.

Olympic Collection

Engage IFs for Olympic Collection programme

Develop guidelines for Olympic Collection

IOC to contact potential key licensees for Olympic Collection

Design and corresponding guidelines are under development and will be finalised in Q4 2017/Q1 2018.

TOP Partner Omega, Bridgestone and Samsung are evaluating the development of OIympic collection.

Contacts have been made with Caran d’Ache, Lego for a co-branded collection.

Games Collection

IOC internal collaboration to develop strategic plan

Strategic plan to be finalised soon. This includes international sales of Olympic Games products globally via Alibaba.

Anti-counterfeit

Execution of Agreement with hologram licensee

Education to key stakeholders

Liaising with BOCOG and BAYOCOG to facilitate their cooperation with the exclusive hologram licensee.

Recommendation 35: Foster TOP sponsors’ engagement with NOCs

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Recommendation 35

Foster TOP sponsors’ engagement with NOCs

The IOC to create a programme in view of increasing engagement between TOPs and NOCs.

1. The IOC to adapt tailor-made measures to increase TOP local activation and synergies with NOCs. Support individual NOCs and sponsors in developing and increasing sponsorship activations on a local level using the NOCs’ assets.

2. The IOC to create IOC Marketing Seminars for NOCs in collaboration with Olympic Solidarity and ANOC to provide information on Olympic marketing and best practices. The seminar programme for all NOCs will enhance and develop the marketing and servicing capabilities of NOCs to engage with sponsors to better support and maximise sponsorship activations. The existing training pool for NOCs will be a key component of the seminar programme.

3. The IOC to consider contractual obligations to be included in TOP Partner agreements to facilitate TOP engagement with NOCs.

Implementation


• New TOPs (Bridgestone, Toyota & Alibaba) and markets on-boarded depending on need and opportunities.

• Expansion to further territories of “Olympic Moves” in collaboration with Coca-Cola.

• Continue building TOP strategic relationships in key markets.

• 3 NOC Olympic Marketing Seminars to be delivered as per plan presented to Olympic Solidarity Commission and ANOC.

• Engage with NOCs to educate them on Rights Protection Programme.

• Engage TOPs to take part in NOC education – via NOC Olympic Marketing Seminars, case studies, key speakers.

• Continue to create opportunities for TOPs to get engage on a national level

Recommendation 35: Foster TOP sponsors’ engagement with NOCs

Page 90 of 99



TOP on-boarding

Finalize NOC Rights Acquisition for Toyota Complete full on-boarding of Alibaba into the TOP family

Toyota is now completed. Alibaba is finalizing: at the moment, there are 189 NOCs Acquisition Agreements signed. Intel has kicked off: at the moment, there are 87 NOCs Acquisition Agreements signed.

TOP engagement

Bridgestone “Chase your Dream – No Matter What” campaign. This campaign is being localized featuring athletes from those territories and using the relevant NOC emblem. For other European markets, an Olympic rights & activation education session was conducted with strong emphasis on the benefits of working with NOCs and adopting the localized approach. Expected meetings between Bridgestone and NOCs to develop campaign throughout 2017. Toyota: IOC and Toyota working on regional education programme which foresees supporting and educating the various Toyota regions on the definition of an activation strategy, with a strong focus on NOC engagement. Panasonic: IOC working with Panasonic HQ to determine how we can educate their key regions in view of conducting localized activations in the lead up to PyeongChang 2018 and beyond

Bridgestone: Bridgestone has met with additional European markets to potentially implement the “Chase your Dream – No Matter What” campaign. Toyota: All NOCs to have received the vehicle supply process by end 2017/early 2018 offering special rates and conditions.

Alibaba NOC Rights Acquisition for Alibaba, securing the product category while educating NOCs and promoting opportunities of collaboration with Alibaba and all TOPs

Alibaba: Alibaba has met with 5 of their key markets to kick off the relationship and discuss future collaboration.

Marketing Seminars

3 marketing seminars in May and June Include TOPs in seminars Educate on Rights Protection programme

The 2017 marketing seminars have been delivered and debriefed to prepare for 2018: the location has been defined and save-the-dates have been sent. Continue to move forward with the Olympic Marketing Seminars and begin content creation for the 2018 seminars.

Recommendation 36: Extend access to the Olympic brand for non-commercial use

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Recommendation 36

Extend access to the Olympic brand for non-commercial use

Extend access to the Olympic brand for non-commercial use.

Implementation


• Updated guidelines for OCOGs on Brand Identity and Look with regards to Olympic symbol and Olympic brand

• New IFs guidelines

• New guidelines for Olympic cities for legacy purposes (based on 2016 principles)

• New guidelines for institutional partners of the Olympic day (e.g., IFs, NFs, Olympians, young ambassadors…)

• Framework and principles for extended use of the Olympic Brand for partnerships with cultural entities (and NGOs)


Page 92 of 99



Access to Olympic Brand

Update guidelines on spectacular strategy and legacy (BIL)

Create guidelines for use of Olympic properties by IFs.

NOC emblems on uniforms

Guidelines on use of Olympic properties at sport events

Guidelines Olympic Day institutional partners

Finalise legacy guidelines based on feedback from Olympic cities (UMVO)

Update guidelines for candidate cities (and possibly invitation phase)

Framework for partnerships with cultural entities

Candidature process for the Olympic Winter Games 2026: provided the Interested Cities with guidance for brand and promotional opportunities. Olympic Games legacy: created an approach for the anniversary emblem. Also developing a consistent approach for permanent legacy initiatives.

Consistent use of Olympic properties: the “Olympism and Olympic symbol” guidelines –launched updated version with improvements and extended flexibility in some applications. Principles and guidelines for the non-commercial use of Olympic properties by NOCs – launched full set, including translations in French and Spanish.


Page 93 of 99



IOC corporate identity

Create IOC Games time presence for PyeongChang 2018

Support all departments in implementation of IOC Games time look (e.g., sport for IOC space, events for Session and IOC offices, publications, NOC relations)

Support the members and all departments in implementation of the IOC Games time look (i.e. Session logo, publications, Sports for IOC Space and PinQuest PyeongChang 2018 ) and institutional templates (i.e. stationery, Word templates and PowerPoint presentations).

Recommendation 37: Address IOC membership age limit

Page 94 of 99

Recommendation 37

Address IOC membership age limit

Address IOC membership age limit:

• The IOC Session, upon the recommendation of the IOC Executive Board, may decide a one-time extension of an IOC member’s term of office for a maximum of four years, beyond the current age limit of 70.

• This extension to be applied in a maximum of five cases at a given time.

• The Nominations Commission to be consulted.

Implementation


• Implemented

Recommendation 38: Implement a targeted recruitment process

Page 95 of 99

Recommendation 38

Implement a targeted recruitment process

Move from an application to a targeted recruitment process for IOC membership:

1. The Nominations Commission to take a more proactive role in identifying the right candidates to fill vacancies in order to best fulfil the mission of the IOC.

2. The profile of candidates to comply with a set of criteria - to be submitted by the Nominations Commission to the IOC Executive Board for approval -, inter alia:

• The IOC’s needs in terms of skills and knowledge (e.g. medical expertise, sociological expertise, cultural expertise, political expertise, business expertise, legal expertise, sports management expertise, etc.)

• Geographic balance, as well as a maximum number of representatives from the same country

• Gender balance

• The existence of an athletes’ commission within the organisation for representatives of IFs/NOCs

3. The IOC Session to be able to grant a maximum of five special case exceptions for individual members with regard to the nationality criteria.

Implementation


• Implemented: new IOC members are recruited through the new recruitment process.

Recommendation 38: Implement a targeted recruitment process

Page 96 of 99

2017 Action plan Lead: Director General


Targeted recruitment

Implemented – repeat of the 2016 process. New IOC Members elected during the Lima session.

Recommendation 39: Foster dialogue with society and within the Olympic Movement

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Recommendation 39

Foster dialogue with society and within the Olympic Movement

Foster dialogue with society and within the Olympic Movement:

1. The IOC to study the creation of an “Olympism in Action” Congress that would take the pulse of society every four years:

• Bring together representatives of the Olympic Movement, its stakeholders and representatives of civil society.

• Engage in a dialogue with representatives from all walks of life and backgrounds on the role of sport and its values in society.

• Discuss the contribution of the Olympic Movement to society in fields such as education, cohesion, development, etc.

2. The IOC to turn the Session into an interactive discussion among IOC members on key strategic topics, with interventions from external guest speakers.

Implementation


• The first edition of the Olympism in action Forum is successfully delivered.

Recommendation 39: Foster dialogue with society and within the Olympic Movement

Page 98 of 99

2017 Action plan Lead: Director General


Olympism in Action congress

High-level programme defined

Launch of the PR/website, first invitations send to targeted participants.

Finalisation of the speakers to invite

Definition of the set-up

Finalisation of the detailed programme

Speakers invitation and outreach

Production of the set-up

Delivery of the first edition of the Olympism in action Forum in Lima, Peru, September 14 and 15.

Evaluation of the first edition of the event and recommendations for the second edition.

Due to the situation in Peru, the first Olympism in Action Forum has been postponed to 2018, in Buenos Aires

2 to 3 project review visit in Lima for both the Olympism in action Forum and the IOC Session

IOC Session Implemented – repeat for the IOC Session in Lima Delivered

Recommendation 40: Review scope and composition of IOC commissions

Page 99 of 99

Recommendation 40

Review scope and composition of IOC commissions

1. The President to review the scope and composition of the IOC commissions, to align them with the Olympic Agenda 2020.

2. The IOC Executive Board to determine the priorities for implementation of the recommendations.

Implementation


• Implemented

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